As many learning leaders know, there’s no single pathway into a learning and development (L&D) role. Although some may have studied instructional design or a related field in school, many L&D professionals arrived in their roles unexpectedly, perhaps after leading a training program and discovering a talent for it or transitioning from human resources (HR) or education. Another unexpected career journey is pursuing an L&D career after serving in the military.
“Service members bring something incredibly valuable to L&D,” says Theresa Horne, Ph.D., CPTM, vice president, community and business development at JPMorgan Chase. “They bring a deep commitment to purpose and mission. Most service members are agile, hardworking and dedicated. In a world where organizations are searching for leaders who can develop people with integrity, resilience and vision, veterans are uniquely positioned to lead the way.”
Let’s dive into what this career transition looks like and consider advice from those who have made the switch from the military to L&D.
From the Military to L&D: Real Career Stories
Wade Watson, CPTM, training and development specialist, supply chain operations at SCA Health, spent 16-and-a-half years in the Army Reserve, and later went through training and became a drill sergeant. When he left the military and considered other career options, L&D was a natural fit. “Throughout life and throughout my military side of my career, I’ve always had a knack for and really enjoyed teaching, developing and mentoring,” Watson says.
Horne also recognizes a longtime talent for developing others. She shares, “I joined the Army when I was just 19 years old, still in college and still figuring out who I was. What I did know early on was that I was often the person people came to for guidance and help.” Even as a junior soldier, Horne found herself mentoring her peers, helping them study or “simply problem-solving with them through tough moments.” In this way, she says, “The Army was technically my first classroom.”
In the Army, Horne shares, “My leadership and influence was lived, tested and refined under pressure. Over time, I realized that the moments that energized me most weren’t just mission success, but watching someone I coached gain confidence, competence and clarity. That realization followed me throughout my career and eventually led me to learning and development.”
Like Horne, Brian Geschke, CPTM, L&D manager at HairClub, joined the military at a young age, enlisting at age 17 and serving for 23 years before retiring as a Chief Warrant Officer 4 (CW4) in supply chain and logistics. He spent much of his career traveling globally and gained extensive operational experience. In his final assignment, he worked with the U.S. Special Operations Command, supporting logistics in complex, high-level environments, including time assigned to the Pentagon.
“I was able to achieve a lot, and I got a degree in logistics and transportation,” Geschke says. He also developed a passion for teaching and training in the military, particularly seeing the moment when learning “clicks” for others. Geschke wanted to bring the structure of military training to civilian organizations, where he says there is often a lack of clear structure in L&D. In his current role at HairClub, Geschke is “training and teaching something completely different” to around 800 learners, but the work still provides the job satisfaction he was seeking.
Melissa Clark, CPTM, TFSC training specialist at Goodwill Industries of San Antonio, spent 18 years in the U.S. Air Force as a personnelist — a role similar to human resources (HR) — overseeing responsibilities such as assignments, promotions, benefits and entitlements. After noticing frequent staff rotations created gaps in continuity, she developed “continuity books” to help incoming employees quickly get up to speed. Then, she began working at the Air Force’s Total Force Service Center (TFSC), a call center environment where she leveraged her military background. Within two years, she was promoted to training specialist, building training programs from scratch.
Common Challenges
The transition from the military to L&D presents unique challenges. For Geschke, communication was the most significant. In the military, overcommunication and strict protocols, often built around multiple “fail-safes,” are the norm due to high-stakes consequences. Geschke found corporate communication to be less structured and less detailed, requiring him to adjust to a new norm and build his communication skills.
Horne says one of the biggest challenges she faced when transitioning to a corporate L&D career was translating military experience into language the civilian world could understand. “I knew I had led teams, developed leaders, and driven outcomes but I had to learn how to tell that story differently.” To overcome this challenge, she invested in her own development. “I earned my doctorate in education leadership and learning as a personal goal. I sought mentors that were transitioned military veterans and continuously learned the L&D business outside of the military.”
For Clark, the biggest challenge was “not having anything to really start with.” She shares, “When I first started, I was building a training program from the ground up. We had some standard operating procedures that were poorly written. So, being able to take those and transform that into an actual training program [was a challenge].” Now, Clark’s team uses that same training program as a benchmark across all five business lanes in her organization.
Transferable Skills Between the Military and L&D
Military service and corporate training share more overlap than many professionals realize. In fact, military experience often develops skills that translate directly into L&D roles, including:
Public Speaking
Watson continuously applies his military-learned public speaking skills in his L&D career. Being able to get in front of an audience, effectively present information and have the presence and ability to command attention is “an outstanding skill to have if in your L&D role, like me, you’re facilitating or leading training,” he says.
Agility
Today’s business needs are changing fast, and many are struggling to keep pace. For L&D leaders with military backgrounds, however, operating in fast-changing, high-pressure environments is often second nature. After all, Horne says, “Most organizations aren’t as agile as a military leader who is trained to perform in an ever-changing environment for high-stakes costs.”
In L&D, agility might mean adjusting a learning strategy when priorities shift, reallocating resources to support new initiatives, pivoting delivery formats to meet learner needs or adjusting offerings based on stakeholder feedback.
Staying Calm Under Pressure
Another transferable skill is the ability to stay calm under pressure. In the Air Force, Clark explains, training isn’t meant to check a box. “You have to train because a lack of knowledge can lead to mission-critical consequences. You have to be ready.” Clark brings that mindset to her L&D role, emphasizing that team readiness directly impacts business outcomes.
Structure and Standardized Processes
The military is recognized for its structured and consistent processes, including in the way it designs and delivers training. Geschke says, “Specifically, the Army has an eight-step training model they use, and it’s very specific and very unchanged. The way they build, deliver and execute training is very structured and has a very concrete type of flow.” If organizations can adopt that type of structured approach, “I think that’s a big plus,” he says.
Advice for Others Making the Transition
Any career transition can be challenging, but with the right support and resources, beginning an L&D career after serving in the military is “definitely an attainable goal,” Geschke says. Obtaining an industry certification is one way to open doors and help you build a peer network.
Watson agrees, adding that the CPTM credential was a great option for him because it required no prerequisites and helped him gain valuable industry expertise to showcase to future employers. Watson also recommends networking, even if it feels uncomfortable at first, to build lasting connections.
Clark’s advice is to “start where you’re at.” If you see a broken process, or a lack of a process, then try to fix it, she recommends. “Take the initiative and document it, and carry that experience with you throughout your L&D career.”
Horne offers three pieces of advice for those considering an L&D career after serving in the military: First, recognize that you already have more relevant experience than you think. “If you’ve trained Soldiers, mentored peers, briefed leaders or led after-action reviews, you’ve done L&D.”
Second, she recommends learning the industry language and, like Watson shared, earning your certification. “I recommend the CPTM certification because it teaches you more than just technical skill but the leadership aspect of a learning organization.”
Lastly, she says, “Be patient with yourself. Transitioning from the military is not just a career change, it’s an identity shift. Your family, your day to day, your work habits and expectations will shift. Give yourself grace while you prepare for a new journey in your career.”
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